Definition of a framework to support strategic decisions to improve Enterprise Resilience

Sanchís, Raquel; Mula, Josefa

doi:10.3182/20130619-3-ru-3018.00600

Cited by 22 publications

(18 citation statements)

References 9 publications

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“…Despite there is a broad literature about organizational resilience indicators (Horne III and Orr, 1998;Bhamidipaty et al, 2007;Somers, 2009;Sanchis and Poler, 2013;Lee et al, 2013;Seville 2009;Whitman et al, 2013), we have chosen the indicators proposed by Lee et al (2013) because they provide a complete benchmark tool to do the evaluation process. They evaluate the organizational resilience potential based on a questionnaire with 53 items.…”

Section: Organizational Resiliencementioning

confidence: 99%

Aligning Organizational Pathologies and Organizational Resilience Indicators

Allende¹,

Ruiz-Martín²,

López-Paredes³

et al. 2017

Int. J. Prod. Manag. Eng.

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Developing resilient individuals, organizations and communities is a hot topic in the research agenda in Management, Ecology, Psychology or Engineering. Despite the number of works that focus on resilience is increasing, there is not completely agreed definition of resilience, neither an entirely formal and accepted framework. The cause may be the spread of research among different fields. In this paper, we focus on the study of organizational resilience with the aim of improving the level of resilience in organizations. We review the relation between viable and resilient organizations and their common properties. Based on these common properties, we defend the application of the Viable System Model (VSM) to design resilient organizations. We also identify the organizational pathologies defined applying the VSM through resilience indicators. We conclude that an organization with any organizational pathology is not likely to be resilient because it does not fulfill the requirements of viable organizations.

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Section: Organizational Resiliencementioning

confidence: 99%

Aligning Organizational Pathologies and Organizational Resilience Indicators

Allende¹,

Ruiz-Martín²,

López-Paredes³

et al. 2017

Int. J. Prod. Manag. Eng.

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“…However, the items to be evaluated in each category were not discussed. Sanchis & Poler (2013) proposed to measure resilience based on the vulnerability of the organization, its adaptive capacity and recovery ability. Kohno et al (2012) suggested evaluating resilience by taking into account the areas where the organization's facilities are located, the infrastructure the organization needs, the organization facilities and the supply chains.…”

Section: Measuring Organizational Resilience Based On Indicatorsmentioning

confidence: 99%

What we know and do not know about organizational resilience

Ruiz-Martín

López-Paredes

Wainer

2018

Int. J. Prod. Manag. Eng.

135

124

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We present a literature review about organizational resilience, with the goal of identifying how organizational resilience is conceptualized and assessed. The two research questions that drive the review are: (1) how is organizational resilience conceptualized? and (2) how is organizational resilience assessed? We answer the first question by analyzing organizational resilience definitions and the attributes or characteristics that contribute to develop resilient organizations. We answer the second question by reviewing articles that focus on tools or methods to measure organizational resilience. Although there are three different ways to define organizational resilience, we found common ideas in the definitions. We also found that organizational resilience is considered a property, ability or capability that can be improved over time. However, we did not find consensus about the elements that contribute to improving the level of organizational resilience and how to assess it. Based on the results of the review, we propose a conceptualization of organizational resilience that integrates the three views found in the literature. We also propose a four-level Maturity Model for Organizational Resilience -MMOR. Using this model, the organization can be in one of the following levels based on its ability and capacity to handle disruptive events: fragile, robust, resilient or antifragile.

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“…It is a capacity of the organization to observe and understand what is going on in all its internal and external environment, and how variations can interfere positively or negatively in the organization. (MCMANUS, SEVILLE, VARGO et al, 2008;SANCHIS and POLER, 2013). In this sense, organizational resilience is understood as the ability of the company to minimize risks and their effects, whether threatening situations are previously known or not, transforming and responding quickly as threats and opportunities are perceived, which McManus, Seville, Vargo et al (2008) called 'resilience management'.…”

Section: The Evolution Of the Organizational Resilience Conceptmentioning

confidence: 99%

Organizações pós-burocráticas e resiliência organizacional: a institucionalização de formas de comunicação mais substantivas nas relações de trabalho

et al. 2017

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This article presents a debate regarding the concept of organizational resilience, a subject to which Cadernos EBAPE.BR dedicated a special issue. If the organization is resilient, it faces situations of rupture and risk successfully, innovating and learning during the process, as well as achieving superior levels of equilibrium and complexity, in a dynamic of continuous evolution". The more resilient the organization is, the more innovative its activity, grounded in a more substantive communication -inspired by Habermas' theories -which seeks understanding and factual knowledge. The model of post-bureaucratic organizations debates these and others issues presented in this article. Keywords:Resilience. Dynamic equilibrium. Communicative action. innovation. Organizações pós-burocráticas e resiliência organizacional: a institucionalização de formas de comunicação mais substantivas nas relações de trabalho ResumoEste artigo apresenta um debate sobre o tema resiliência organizacional, ao qual se dedica um número especial do periódico Cadernos EBAPE.BR. Se a organização consegue enfrentar situações de ruptura com êxito, inovando e aprendendo com tal dinâmica e atingindo níveis de complexidade superiores em equilíbrio, a resultante é que, mesmo enfrentando muitas rupturas, trata-se de uma organização resiliente por aprender com elas, evoluir e mostrar-se estável em processos de mudança. Observa-se a capacidade de estabelecer patamares cada vez mais complexos de estabilidade, atingindo novamente o equilíbrio em um movimento dinâmico e contínuo de evolução e aprendizado. Quanto mais resiliente for uma organização, mais inovadora será sua atividade, baseada em substantivo trabalho de comunicação, de inspiração habermasiana, que visa ao real entendimento das questões e à produção de conhecimento factual. O modelo das organizações pós-burocráticas debate essas e outras questões que apresentamos neste artigo. Palavras-chave:Resiliência. Equilíbrio dinâmico. Ação comunicativa. Inovação. Organizaciones postburocráticas y resiliencia organizacional: la institucionalización de formas de comunicación más sustantivas en las relaciones de trabajo ResumenEste artículo presenta un debate sobre el tema resiliencia organizacional, al cual se le dedica un número especial del periódico Cadernos EBAPE.BR. Si la organización logra enfrentar situaciones de ruptura con éxito, innovando y aprendiendo con dicha dinámica y alcanzando niveles de complejidad superiores en equilibrio, la resultante es que, aun enfrentando muchas rupturas, se trata de una organización resiliente por aprender con estas, evolucionar y demostrar ser estable en procesos de cambio. Se observa la capacidad de establecer niveles cada vez más complejos de estabilidad, logrando nuevamente el equilibrio en un movimiento dinámico y continuo de evolución y aprendizaje. Cuanto más resiliente sea una organización, más innovadora será su actividad, basada en un sustantivo trabajo de comunicación, de inspiración habermasiana, con vistas al real entendimiento de las cuesti...

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Definition of a framework to support strategic decisions to improve Enterprise Resilience

Cited by 22 publications

References 9 publications

Aligning Organizational Pathologies and Organizational Resilience Indicators

Aligning Organizational Pathologies and Organizational Resilience Indicators

What we know and do not know about organizational resilience

Organizações pós-burocráticas e resiliência organizacional: a institucionalização de formas de comunicação mais substantivas nas relações de trabalho

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